Selection
Reading: Chapter 6,7
Learning Outcomes
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Define selection and discuss its purpose and importance
Define reliability and validity and explain their importance
Explain the most common steps in the selection process
Describe the types of testing used in selection
Describe the major types of selection interviews and the
problems that can undermine their effectiveness.
Design and conduct an effective interview
Explain the importance of reference checking
Describe the supervisor’s role in selection
Describe the constraints on the selection process
What is selection?
• Selection is the process of choosing
individuals with the relevant qualifications
to fill existing or job openings.
What do we mean when we
say “COMPETENCY” ?
What is a competency?
• An underlying characteristic of an individual
which is causally related to criterion related
effective or superior performance
Competencies can be motives, traits, selfconcept, attitudes or values, content knowledge,
or cognitive or behavioral skills -any individual
characteristic that can be measured reliably and
that can be shown to differentiate significantly
between superior and average performers
Motive: Underlying need or thought pattern that drives, directs and
selects an individuals behavior. Eg need for achievement
Trait: A general disposition to behavior responds in a certain way, for
instance with self-confidence, self-control, stress resistance
Self-concept: What they think they value, what they think they do or
interested in doing
Knowledge: Content knowledge
Cognitive or behavioral skills: Either covert or overt
KNOWLEDGE
Relates to
information
Cognitive Domain
Attribute
Set of SKILLS
Relates to
qualitative
aspects
Relates to the
ability to do,
Physical
domain
COMPETENCY
Outstanding
Performance of tasks
or activities
personal
Characteristics
or traits
Cognitive or behavioral skills: Either covert or
overt
Using Job Analysis and Behavioural Events
Interview for Competency Mapping:
Alignment of HR systems
Competency
Mapping
Competency based recruitment
• Competency based interviews reduce the
risk of making a costly hiring mistake and
increase the likelihood of identifying and
selecting the right person for the right job
Competency based
Performance Appraisal
• Competencies enable
– establishment of clear high performance
standards
– Collection and proper analysis of factual data
against the set standards.
– Conduct of objective feedback meetings
– direction with regard to specific areas of
improvement
Competency based Training
• Competency based appraisal process
leading to effective identification of
training needs
• Opportunity to identify/ develop specific
training programmes - Focused training
investment
• Focused Training enabling
improvement in specific technical and
managerial competencies
Competency based
Development
• Competencies
– contribute to the understanding of what
development really mean, giving the individual
the tools to take responsibility for their own
development
– give the line managers a tool to empower
them to develop people
Competency model building
A detailed approach
A Detailed Approach
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Info about the company
Decision on the job position(s)
Discussion on the CM application
Basic data collection on the job
responsibilities(using customized menu)
• Focus group
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Review job description
understand performance criteria
Discuss specific behaviours
List top ten competencies
Purpose and Importance of Selection
Purpose: find the best candidate for the job
-----Possess the required knowledge, skills ,abilities and personality
-----perform the job well, embrace the corporate mission and values
-----fit the organizational culture
Importance of Selection
• Company Performance
• Economize cost
• Legal and Ethical Issues
The Importance of Reliability and Validity
Reliability: The degree to which interviews, tests, and other selection
procedures yield comparable data over a period of time; in other
words, the degree of dependability, consistency, or stability of the
measures used.
There are at least four sources of unreliability:
1.
The selection instrument might do a poor job of sampling.
2.
Errors may result from chance response tendencies
3.
The conditions under which the instrument is administered might
cause errors.
4.
There could be changes within the applicant.
Validity
• Validity refers to the accuracy with which a
predictor measures what it is supposed to
measure.
Steps of Selection
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Step1: Prescreening applicants
Step2: The initial selection interview
Step3: Selection testing
Step4: Background investigation and
reference checking
• Step5: The supervisory interview
• Step6: Making the hiring decision and
offering the job
Selection Interviews
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Unstructured interview
Structured interview
Mixed interview
Situational interview
behavior descriptive interview
Stress interview
Panel interview
Situational Interview
• A situational interview utilizes hypothetical
events in the form of a question.
Candidates are asked how they would
react if they encountered that event.
Technique of Situational interview
Interview theme:
One Department store wanted to recruit one general manager, the unit
displayed one piece of video: at 9:30 in the morning, a tall guy came into
one department store, he took 100RMB to buy one toothpaste, its price was
3RMB. At 10 o’clock, another short man came into the same department
store and bought one toothpaste, he gave 10RMB to clerk. When the clerk
gave him changes, he said he gave her 100 RMB, then two sides quarreled.
What happened let the general know, so he came outside and asked what’s
the matter regarding their quarrel. The short guy said by high voice:” I gave
her 100 RMB, now i could identify that money, I remember there are four
number on it, which is 2888.” Then the clerk looked for money in her
drawer, finally she found there was one 100 money, its number was 2888.
Question: We know the short guy was cheating according to the context,
suppose you are the general manager of this store, how to deal with this
conflict?
Test three abilities of applicant
• Insight: Grasp essence of the incident
• An overall view: the customer is supreme,
(Customers Foremost)
• Moral sense: Attitude of resisting
dishonesty
Stress Interview
Theme: Develop one romantic story by three traffic signs According to your
imagination. The sequence of these three traffic signs are:
first sign: the road is changing narrow.
second sign: turn back
third sign: stop driving
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Reasoning ability
Language ability
Imagination
Stress tolerance (Antistress)
Structual Interview
Who?
• Before recruiting employee, who put
forward the application of job opening?
Watch DVD
• Think about how to hold the interview.
Process of recruitment
Departmental manager put forward
application of job opening:
Step 1：Identify the job opening
won’t employ new staff
overtime
redesign job procedure
prevent job-hopping
Process of recruitment
• Step 2：Confirm how to make up job opening
recruitment
meeting emergency
temporary / leasing/ contracting
core personnel
internal and external
Process of recruitment
Step 3：Identify the whole goal
Step 4:Inform the objective (potential applicants)
Step 5：Interview the applicants
Case discussion
1. Do you think Ed will do well on this job? Why, or why not?
2. Do you think Carol's evaluations were biased in any
unfair way?
3. What sort of changes would you suggest in the interview
process?
Frequently Used Shortcuts
When Judging Others
Selective
Perception
Contrast
Effect
Stereotyping
Halo Effect
Projection
Method of asking questions
Question the past behavior of applicants:
STAR
S—situation
T---Target
A---Action
R---Result
Know concrete behaviour of applicants by STAR
Goal of interview
Goal ?
Process of interview
1.Identify the five most fundamental skills of
position requirements: (five dimensions)
2.Design the questions according to every
dimension(3 questions)
3.Use STAR method to ask questions.
4.Judge the useful information according to
answers of applicants.
Sales Representative:
What skills does the sales representative have?
Five dimension of sales representative
1.Ability to direct and motivate himself
2.Ability to stay with other people
harmoniously
3.Ability to persuade and influence others
4.Communicating technological information
5.Professional behaviour
Who design the dimension??
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Sales manager?
HR department?
General manager?
Financial manager?
Production manager?
Five dimension of sales representative
Soft dimensions:
1.Ability to direct and motivate himself
2.Ability to stay with other people harmoniously
3.Ability to persuade and influence others
Hard dimensions:
4.Communicating technological information
5.Professional behaviour
Designing questions:
1. Designing questions according to these five
dimensions, then use these questions to ask
all applicants.
Objective:
Departmental manager design dimensions,
and establish working standard,
HR department design questions, use the
same dimensions to assess all applicants of
the same position.
Dimensions of departmental Secretary
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Dimensions of departmental Secretary
1.Heed advice、conformity、compromise
2.Harmoniously getting along with others
3.Carefulness,consideration
4.Professional knowledge and skills
(typing, writing etc.)
5.Professional behaviour
Secretary of general manager
• Which five dimensions？
Secretary of general manager
1.Ability to direct and motivate himself
2.Ability to stay with other people
harmoniously
3.Ability to persuade and influence others
4.Communicating technological information
5.Professional behaviour
Identification of five dimensions
• Department confirms the dimentsions;
• HR department confirms the questions；
For example：Harmoniously get along with others
How to design questions by STAR method?
For example：Could you give an example,
what happened in your previous company,
and which was the most difficult case you
dealt with? or conflicts with your colleague?
How to solve those problems at that
moment?
Dimensions of HR manager
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Dimensions of HR manager
1.Ability to direct and motivate himself
2.Ability to stay with other people
harmoniously
3.Ability to persuade and influence others
4.Communicating technological information
5.Professional behaviour
How to design interview plan
• One paper, write down interview plan
• Contents of interview plan：
First：Fundamental information
Who are the applicants？name？Which position？
interview date，who are the interviewers?
Second：find out the doubtful points from the resume？
Third：Confirm the dimensions
design three questions for every dimension
Fourth：Keep enough blank space for writing down
answers of every questions the applicant give to.
Comparing and selecting after interview
Preparation of interview
1、Interview plan
first：fundamental information
Who? Name? Position? Interview date? Interviewer?
Second: Doubtful points from the resume?
Third：Dimensions and relative questions
2、the other preparation
decoration on the table（flower，water）
resume of applicant（only one applicant’s resume)
interview plan
booklet of company
business card, shut off cellphone,
3、familiarizing dimension and questions, ensuring privacy, decreasing
disturbance
Case discussion
• P279
The Hotel Paris
For the jobs of security guard or car hop, develop 5
situational, 5 behavioral, and 5 job knowledge
questions, with descriptive good/average/poor
answers.
Selection Interview
• Administering the interview
Computerized selection interview
Videotaped\ audiotaped interview
Designing and Effective Interview
• Step1: Deciding candidates and developing selection criteria
• Step2: Specifying Musts and Wants and Weighting the Wants
• Step3: Determining Assessment Strategies and Developing an
Evaluation Form
• Step4: Developing Interview Questions to be asked of All
Candidates
• Step5: Developing Candidate-specific Questions
Selection Testing
• Tests of cognitive Abilities
Intelligence Tests (IQ)
Emotional Intelligence Tests (EI)
• Tests of Motor and Physical Abilities
• Measuring Personality and Interests
• Achievement Tests
• Work Sampling for Employee Selection
• Video-based situational Testing
• The Polygraph and Honesty Testing
• Drug Testing
Background Investigation
---Academic reference
---Prior work reference
---Financial reference
---Law enforcement records
---Personal reference
Background Investigation and
reference Checking
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Use
Effectiveness
Obtaining Written Permission
Making Reference Checks More Productive
Legal Issues Involved In Obtaining and
Providing Reference Information
Supervisory Interview
• Know the technical aspects of the job best and can assess the
applicants’ job knowledge and skills.
• Supervisor is typically best equipped to answer any job-specific
questions.
• The immediate supervisor generally has to work closely with the
selected individual and must feel comfortable with that person
• If the supervisor is not to committed to the selected individual, he or
she can easily set the new hire up for failure
• The selected individual must fit with the current members of the
department or team, something that the supervisor is often best able
to assess.
Common Interview Mistakes
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Poor Planning
Snap Judgments
Negative Bias
Halo Effect
Poor Knowledge of the Job
Pressure to Hire
Influence of Nonverbal Behaviour
Telegraphing
Too much \ Too little Talking
Playing Attorney or Psychologist
Organizational Policies and plans
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Strategic Plan
Selection Budget
Employment equity plan
Compensation policies
The job requirements
Supply challenges
Legislative requirements
Case discussion
• P279
The Hotel Paris
For the jobs of security guard or car hop, develop 5
situational, 5 behavioral, and 5 job knowledge
questions, with descriptive good/average/poor
answers.
Group Assignment:
If you are the HR manager, you will recruit two
new employee for two position. Design the
interview for recruiting these two position by
applying the knowledge we have studied.
Note: you must present the interview meeting for all students.